Russian Helicopters Introduced Information System for Managing Technological Development Plan

2021: Building an Integrated Project Management System

An integrated project management system has been created based on the ADVANTA platform (integration of ADVANTA and MS Project Server).

Project dates: November 2020 - September 2021

2019: Implementation of the information management system for the technological development plan

On January 22, 2020, Advanta announced the introduction of an information management system for a technological development plan in the Russian Helicopters holding.

The holding traditionally conducts a large number of projects to develop new models of helicopters, modernize the production base, introduce innovative IT technologies, service helicopters, etc. Projects - geographically deleted, complex, calculated in tens of billions of rubles. At the same time, the holding implements up to 170 such projects. In 2016, the Russian Helicopters holding on the basis of the ADVANTA platform introduced a corporate system for managing IT projects, technological development projects and helicopter program projects. This project became one of the key in the implementation of the large-scale strategy of the holding to increase efficiency, reduce costs and increase the profitability of projects.

In 2018, the management of the holding set a strategic goal to maintain and strengthen market positions in the world market, increase import and export deliveries of helicopters, and most importantly, ensure the readiness of production for the production of products for foreign and domestic customers. To this end, it was decided to introduce the IE UPTR - an information system for managing the technological development plan - also on the basis of ADVANTA.

The system is designed to manage projects for the maintenance of fixed assets - updating and modernization of the equipment fleet, production and non-production real estate objects (workshops, production sites, etc.). In addition to the management company, the project involved 2 design bureaus, 7 serial plants, 6 aircraft repair plants of the holding.

"The project on the implementation of the information management system for the technological development plan (IS UPTR), implemented in 2019, is an order of magnitude more complicated than the 2016 project. The fact is that the technological development plan (PTR) is a large-scale document that includes numerous areas of activity of divisions that are subordinate to the executive director for the production of the Russian Helicopters holding. It includes issues of acquisition, commissioning, modernization and repair of technological equipment; capital construction, reconstruction and repair of buildings, structures, communications; the introduction of new technologies; ensuring technological, industrial and fire safety; labour protection; the quality of the products produced and many others. In addition, the ATP includes a set of indicative indicators that reflect the real picture of the progress and results of technological development. These are economic, personnel, production indicators, data on the state of the fleet of technological equipment. The latter are the largest, they reflect the full picture by the number, age, wear and tear of all technological equipment that the enterprise has, " noted' Yuri Tarabuko, Head of Technology Projects, Russian Helicopters Holding "

The goal of the project was the need to ensure the manageability of technological development processes and the maintenance of fixed assets in order to guarantee the fulfillment of commercial and state orders.

Project Tasks:

• Automate the planning of Fixed Assets Maintenance (POF) activities.
• Create tools for monitoring the content, timing and finances of PFE activities.
• Automate reporting. Reduce reporting time during implementation of technological development plans.
• Create an archive of data on the implemented measures and their results.

"The system, first of all, was tasked with ensuring the expeditious management of the implementation of measures to maintain fixed assets, the timeliness of obtaining up-to-date information during the implementation of TDD. Prior to the implementation of IP SPTA, we received data on the implementation of measures no more than 1 times a quarter. And then not immediately at the end of the quarter, but a month later. That is, until the quarter was over and the results were summed up, the plants could not give us this report. According to the results of the implementation, it is possible to form it once a week, and daily, provided that on the ground all information and documentation on events that have occurred is included in the system. The speed of reporting has increased by an order of magnitude. As a manager, I can get up-to-date operational data from the system online and influence the implementation of PTR. This is a big plus and the main achievement. Moreover, the responsibility of employees for the completeness and quality of the information presented has increased. After all, any actions in the system are preserved, you can always raise this or the reporting and see who did what or, on the contrary, did not. And people gradually get used to, learn, improve their skills in the system and achieve good results. For example, Kazan Helicopter Plant. In 2018, employees of the enterprise formed events and coordinated ATR for 4 months, in 2019 they did everything in a month. Work on the system is still underway, together with ADVANTA specialists, a plan has been developed to improve it, including to accelerate its work. The speed will be even higher after the system is fully operational, " noted' Yuri Tarabuko, Head of Technology Projects, Russian Helicopters Holding "

Project results for January 2020:

• On the basis of the ADVANTA platform, an information system has been implemented for planning and accounting for the implementation of POF projects.
• Tools have been created for planning and accounting of indicative indicators (economic, indicators on the condition of the equipment fleet, personnel, areas) of the technological development plan.
• The planned and reporting forms of the PTR have been set up: 57 electronic forms have been set up according to the formats and requirements of the customer.
• The budget for POF activities in the system is agreed and distributed.
• The POF action plan for 2019-2021 was formed: more than 3200 POF actions were introduced into the system according to standard plan templates, the content of the measures was taken into account, the deadlines and finances were planned.
• 400 users from 15 enterprises of the holding were trained.
• The role manual of the user and description of settings of IE UPTR have been prepared. A new and updated system documentation has been developed.
• Counterparty directory expanded to 940.
• End-user support is provided throughout the project and beyond.

"The project has a complex data structure, lasted about a year, and it involved a large number of resources, both from the implementation team and from the customer company. During the period of experimental and experimental-industrial operation, more than 3200 projects were planned in the system, and the number of users ISUP increased from 1.5 to more than 2 thousand people, " noted' Sergey Koshurnikov, project manager for the implementation of Advanta Consulting

Facts about the system as of January 2020:

• 4224 PAF activities (projects)
• 37793 checkpoints
• 25325 tasks
• 2459 users.

2017

Creation and implementation of a corporate project management information system based on A2: Project Management software, integrator of Advanta Consulting LLC (Yekaterinburg), implementation period 2016-2017.

2016

As it became known, in December 2016, the Russian Helicopters company introduced a project management system.

The holding leads a large number of projects geographically distributed throughout Russia. The projects relate to the development of modern models and upgrades of helicopters, updating the production base, etc. Projects last several years, the cost can be calculated in tens of billions of rubles. The holding participates in federal targeted programs.

Project Objective

The goal of the project is to improve the efficiency of management of technological development projects, IT projects, helicopter program projects by improving the quality of planned, actual and forecast data on the progress of projects, as well as reducing the time and cost of reporting.

author '= Elena Barakina, IT Development Project Manager, IT Management, Russian Helicopters Holding " After a year of pre-design studies in 2016, Advanta began implementing a large-scale and complex project to introduce a corporate management system for technological development projects and IT projects of Russian Helicopters Holding. The main objectives of the automation project were to reduce costs and improve the quality of project management, including the automatic formation of a complete set of approved reports on the progress of projects, a single online source of authorized information on the status of projects for all involved, including the management of enterprises and the Holding as a whole. Significant requirements related to the possibility of forecasting the timing and cost of completion projects for timely corrective actions. The preliminary development and harmonization of the Project Management Plan made it possible to create a common understanding of the main strategies, ensure the required level of coordination of numerous participants, plan and organize the project in detail.

Tasks

• create a single information space for project participants in the Management Organization and at the Holding's enterprises;
• Ensure that managers of the Management Organization and the Holding enterprises, as well as project managers, are able to quickly obtain the necessary and reliable information for each of the projects, as well as summary information on the group of projects of interest;
• reduce the labour intensity of the reporting process, collect and verify reports, minimize efforts to analyze the reliability and refine the available information (requests for enterprises, telephone conferences, personal conversations, etc.);
• Ensure that financial indicators can be reconciled with accounting data
• increase the responsibility of project participants, including by registering and storing information about all user activities in the System.

Project Results

• The contours of management of technological development projects, IT projects, helicopter program projects have been put into industrial operation.
• Lean projects, production standardization and energy efficiency improvement projects, environmental protection measures are carried out in the pilot operation mode.
• The project timing management process is implemented: based on the automatic collection of progress reports, the Plan-Actual-Forecast analysis and control of deviations is carried out.
• Project costs are managed: the system generates forecast and actual budgets, signal and analytical reports on the execution of project budgets, and automatic calculation of budget deficit.
• The process of purchasing management is monitored up to the level of individual BOM items: contract works and deliveries are built into the overall project schedule, payment and closing control is provided.
• The risk management process has been supported: a single register of risks and problems has been formed, the process of harmonizing the risk management strategy, the formation and control of the execution of risk management instructions has been automated.
• The summary reporting process has been optimized: the time required to prepare reports on 15 defined forms in the 1199 indicator section has been reduced, arbitrary aggregation and decomposition, grouping and sorting of data in real time have become possible.
• Centralized management of communications in projects: a single information space has been created for 24 enterprises of the Holding.

The most successful project strategies were iterative adjustment and clarification of requirements, careful formation and face-to-face training of a group of key users from all enterprises of the Holding, reasonable limitation of the pilot implementation zone at the pilot operation stage, determination of the role of the project administrator for centralized input of project data at the first stage, gradual involvement of project participants to work in the system. Joint work on the project made it possible already in April 2016 to begin pilot operation of the system for managing the content and timing of projects, budget and procurement, risks and change requests, and project communications. In December 2016, by order of the Russian Helicopters Holding, the system was put into industrial operation for technological development projects and IT projects. As an initiative, the system began to be used by leaders of other areas (lean projects, projects on environmental protection, energy efficiency improvement, standardization, reduction of production costs, development of the property complex).

author '= Pavel Lazarenko, Lead Project Manager, Advanta Consulting In a fairly short period, the system set up a solution for managing the timing and budgets of technological development projects, developed a methodology for collecting reports on projects and tasks, and trained about a hundred users. The system has passed the stage of pilot operation and successfully solves the tasks assigned to it. In the future, it is planned to transfer part of the main production projects to the system and expand their use at the Holding's enterprises.

Facts about the system

As of December 2016:

• 185 programs
• 417 projects
• 4,000 checkpoints
• 15,000 tasks
• 1118 users